module specification

PY7196 - Leadership, Engagement and Motivation (2017/18)

Module specification Module approved to run in 2017/18
Module title Leadership, Engagement and Motivation
Module level Masters (07)
Credit rating for module 20
School School of Social Sciences
Total study hours 160
 
112 hours Guided independent study
48 hours Scheduled learning & teaching activities
Assessment components
Type Weighting Qualifying mark Description
Coursework 50%   Group development and presentation of an intervention (30 minute presentation)
Coursework 50%   Review of a core debate (theory) and application to an organisation 4000 words
Running in 2017/18
Period Campus Day Time Module Leader
Spring semester North Wednesday Morning

Module summary

The topics in this module are all strongly inter-related. Drawing from research in general psychology, this domain examines theories of work motivation, and their relationship with approaches to performance appraisal and performance management. Students should be able to evaluate concepts of leadership, power and influence and their impact on employee engagement, commitment and perceptions of fairness. They should have an understanding of both positive (e.g. organisational citizenship) and negative (e.g. derailment) responses to work. While this domain focuses on the individual level in some instances, in others it concentrates on group and teamwork perspectives.

Module aims

The module will introduce key theories of motivation, leadership and engagement and the relevance and use of these to the management of people in organisations. Issues around measurement of these will be explored. The relationship of these to issues such as conflict, performance management/appraisal, psychological contract, work attitudes such as OCB and CPW. Module will also explore the management of teams and team working. The module covers the BPS Leadership. Engagement and Motivation core area.

Syllabus

This module will cover the BPS area of Leadership, Engagement and Motivation

Motivation, goals and cognition; psychological theories and applications
Leadership: theories, style, influence and measurement

  • Engagement, commitment, values and organisational citizenship
  • Appraisal and management of performance and potential
  • Psychological contract and perceptions of justice
  • Derailment and counterproductive behaviours
  • Power, influence and negotiation in organisations
  • The psychology of groups, teams and teamwork: intra- and inter group processes.

Learning and teaching

The module has a variety of teaching and learning. Overall the module follows a strong experiential learning strategy and consists of lectures, seminars, guest speakers and workshops. The teaching is shaped by adult learning theory and the community of practice philosophy.  The usual programme each week will comprise of a combination of lectures, seminars and workshops.

Learning outcomes

On completing the module students will be able to analyse, evaluate and apply::

1. Critically analyse the key theories and debates around motivation, leadership and engagement
2. Demonstrate a critical understanding of the key work attitudes and their measurement and management
3. Develop a critical understanding of the psychology of teams and teamworking
4. Understand and appraise key process in performance management and associated issues
5. Develop a critical understanding of the conflict management process and conflict resolution

Assessment strategy

The assessment strategy had a focus on developing strong academic skills such as critical thinking and problem solving skills, and developing professional and applied skills. The group assessment is a client presentation and the individual assessment is a focused literature review (200 words) and the application of theory is via a client report (2000 words). This module is assessed by 100% coursework via two pieces of coursework.

Assessment components and Learning outcomes:
Coursework 1 [LO1, LO 2 LO 3, LO4 and LO5]
Coursework 2 [LO1, LO2, LO3, LO4 and LO5]

Where there is a reassessment needed for group work, individual students will resubmit a written piece of similar work.

Bibliography

Bakker, A. B., & Leiter, M. P. (Eds.). (2010). Work engagement: A handbook of essential theory and research. Psychology Press. (Core)

Bigley, G. A., & Steers, R. M. (2003). Motivation and work behavior.

Breevaart, K., Bakker, A. B., Demerouti, E., & Hetland, J. (2015). The Measurement of State Work Engagement. European Journal of Psychological Assessment.

Latham, G. P. (2011). Work motivation: History, theory, research, and practice. Sage.

Moneta, G. B. (2013). Positive Psychology: A Critical Introduction. Palgrave Macmillan.

Pinder, C. C. (2014). Work motivation in organizational behavior. Psychology Press.

Salas, E., Vessey, W. B., & Estrada, A. X. (2015). Team Cohesion: Advances in Psychological Theory, Methods and Practice. Emerald Group Publishing.

Salas, E. (2015). Team Training Essentials: A Research-based Guide. Routledge.

Walk, T. (2012). Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage by William H. Macey, Benjamin Schneider, Karen M. Barbera, and Scott A. Young. Personnel Psychology, 65(1), 207-210.

Indicative Journals:
Annual Review of Psychology
European Journal of Work and Organizational Psychology
Journal of Applied Psychology
Journal of Organizational Behavior
Journal of Occupational & Organizational Psychology
Occupational Health
Personnel Psychology